1. Advances in Human Resource Development and Management Course code: MGT 712 Lecture 17

2. Recap of lecture 16 Why Health, Safety, and Security? Defining Health, Safety, and Security Safety Management Health Security Workplace Violence Security Management 2Lecture 17

3. Learning Objectives: Lecture 17 Rights and Responsibilities Issues Legislation in Pakistan HR Policies, Procedures, and Rules Employee Handbooks Communicating HR Information Employee Discipline Approaches to Discipline 3Lecture 17

4. 4 Rights and Responsibilities Issues Rights Belong to a person by law, nature, or tradition. – Legal rights may or may not correspond to moral rights. Responsibilities Obligations to be accountable for actions. Employment is a reciprocal relationship – both sides have rights and responsibilities. If an employee has the right to a safe working condition, then employer must have an obligation to provide a safe workplace If the employer has the right to expect uninterrupted high- quality work from employees, then the worker has the responsibility to be on the job and meet performance standards. Statutory Rights Rights based on specific laws and statutes passed by federal, provincial, and local governments. Lecture 17

5. Legislation in Pakistan Industrial and Commercial Employment Ordinance 1968 – The workmen should be provided the contract in writing, showing the terms and conditions of his service, at the time of hiring, promotion and transfer. – The wage rates paid to different categories of workers/work should be posted on the notice boards. Articles 25 and 27 of the Constitution – Prohibit discrimination on the basis of race, religion, caste, sex, residence or place of birth. Article 37(e) of the Constitution – The state shall make provision for securing just and humane conditions of work, ensuring that children and women are not employed in vocations unsuited to their age or sex, and for maternity benefits for women in employment. Article 38 of the Constitution – The state shall secure the well-being of the people, irrespective of sex, caste, creed or race, by ensuring equitable adjustment of rights between employers and employees. Lecture 175

6. 6 HR Policies, Procedures, and Rules Policies General guidelines that focus organizational actions. – “Why we do it” – Are general in nature – Be viewed regularly Procedures Provide for customary methods of handling activities – “How we do it” – Specific to the situation Rules Specific guidelines that regulate and restrict the behavior of individuals. – “The limits on what we do” – Similar to procedures as they guide action and typically allow no discretion in their application – Rules reflect a management decision that action be taken – or not taken in a given situation Lecture 17

7. 7 Typical Division of HR Responsibilities: Policies and Rules Lecture 17

8. 8 Employee Handbooks Any conflict between the two entities be resolved so that employees receive appropriate treatment. Well designed HR policies should be: – Consistent, necessary, applicable, understandable, reasonable, distributed, and clearly communicated Employee Handbooks – Give employees a reference source for company policies and rules – Can be a positive tool for effective management of human resources – Can be prepared very easily by using available computer software Lecture 17

9. Employee Handbooks – First, develop sound HR policies and employee handbooks to communicate them and then: – Legal Review of Language Eliminate controversial phrases in wording Use disclaimers and show them prominently in the handbook Disclaimers should not be overused Keep handbook contents current – Readability Adjust reading level of handbook for intended audience of employees Test the readability of the handbook on a sample of employees before it is published – Use Communicate and discuss handbook Distribute employee handbook electronically Notify all employees of changes in the handbook Lecture 179

10. Communicating HR Information It focuses on receipts and dissemination of HR data and information throughout the organization – Downward communication Informing employees about what is and will be happening in the organization What top management expectations and goals are – Upward communication Enables managers to know about the ideas, concerns, and information needs of employees Lecture 1710

11. Communicating HR Information HR publications and media Communication through newspapers, company magazines, organizational newsletters, videotapes, and internet postings – Manager should make an honest effort to communicate information employee need to know – It should not be solely a public relations tool rather bad news as well as good news should be reported objectively in readable style A question and answer section in newsletter Video or audio tapes to explain benefit programs Lecture 1711

12. Communicating HR Information Electronic communication Communication to employees through E-mail, teleconferencing, and message boards on company’ web site – Replies can be returned at once – E-males can bypass organizational structure and channels – Videoconferencing can deliver same message at various audience at various locations – Message boards allow communication among management, employees and executives on issue of concern Lecture 1712

13. Communicating HR Information Suggestion system A formal method of obtaining employee input and upward communication – Give opportunity to employees to suggest changes to improve the operations – may encourage loyalty and commitment – Employees are in good position to tell management – Financial rewards of such suggestions may be given to the employee – In a period of seven years, Toyota Japan received on average 2 million suggestions from its workforce Lecture 1713

14. Employee Discipline Employee rights often are a key issue in disciplinary cases Discipline A form of training that enforces organizational rules. Used for problem employees: Absenteeism, tardiness, productivity deficiencies, and insubordination If organizations fail to deal with the small number of problem employees, negative effect on other employees or work groups may result Lecture 1714

15. 15 Typical Division of HR Responsibilities: Discipline Lecture 17

16. Approaches to Discipline – Disciplinary system can be viewed as an application of behavior modification – Self discipline: when most people understand what is required at work, they can be counted on to do their jobs effectively – External discipline helps their self-discipline Positive discipline approach Violations are actions that usually can be constructively corrected without penalty Managers focus on fact finding and guidance to encourage desirable behaviors rather than using penalties 1. Counseling Heightens employee awareness of organizational rules and policies; and knowledge of disciplinary action Lecture 1716

17. Approaches to Discipline 2. Written documentation If employee fails to correct his behavior, then a second conference becomes necessary – This stage is documented in written form – Employee and supervisor develop written solutions to prevent such problems 3. Final warning When employee does not follow the written solutions, a final warning conference is held. – The supervisor emphasizes the importance of correcting the inappropriate actions. 4. Discharge If the employee fails to follow the action plan, that was developed and further problems exist, then the supervisor discharges the employee This approach needs extensive training It takes supervisory time Lecture 1717

18. Approaches to Discipline Progressive discipline approach It is a sequence of steps each of which becomes progressively more stringent and are designed to change the employee’s inappropriate behavior. – Third offense in a year may lead to a suspension. – It sends a strong message to the employee that undesirable job behavior must change or termination is likely to follow. – This approach provides opportunities to correct deficiencies – It ensures that both the nature and – seriousness of the problem are clearly communicated to the employee. Lecture 1718

19. 19 Reasons Why Discipline Might Not Be Used Organizational culture regarding discipline – Organizational norm is to avoid penalizing and even dismissal of problem employees Lack of support by higher management Guilt Loss of friendship Time loss Fear of lawsuits Lecture 17

20. 20 The Hot Stove Rule Good discipline (or a rule) is like a hot stove in that: – It provides a warning (feels hot) – It is consistent (burns every time) – It is immediate (burns now) – It is impersonal (burns all alike) Lecture 17

21. Effective Discipline Should be aimed at the behavior not the employee Discipline can be positively related to performance If the manager tolerates unacceptable behavior, the group may resent the unfairness Training supervisors and managers on when and how discipline is crucial Training managers on counseling and communication skills may enable them to deal with employee performance problems Lecture 1721

22. 22 Discharge: The Final Disciplinary Step Handling Discharges – Provide discharge warning at last disciplinary step before termination. – Provide the employee with written notice of the discharge that clearly states the reason(s) for the discharge decision, do not try to “sugarcoat” the reason(s). – Have an HR representative attend the termination meeting as a witness. – Inform the employee of HR or benefits issues. Lecture 17

23. Summary of Lecture 17 Rights and Responsibilities Issues Legislation in Pakistan HR Policies, Procedures, and Rules Employee Handbooks Communicating HR Information Employee Discipline Approaches to Discipline 23Lecture 17

24. Reference books Human Resource Management (10 th Ed.) Robert L. Mathis and John H. Jackson: Cengage Learning, Delhi Labour and Employment Law: A Profile on Pakistan Iftekhar Ahmed 24Lecture 17

25. Thank you! 25Lecture 17